Customer emotions in service failure and recovery encounters

Emotions play a significant role in the workplace, and considerable attention has been given to the study of employee emotions. Customers also play a central function in organizations, but much less is known about customer emotions. This chapter reviews the growing literature on customer emotions in employee–customer interfaces with a focus on service failure and recovery encounters, where emotions are heightened. It highlights emerging themes and key findings, addresses the measurement, modeling, and management of customer emotions, and identifies future research streams. Attention is given to emotional contagion, relationships between affective and cognitive processes, customer anger, customer rage, and individual differences

Intercultural competencies for culturally diverse work teams

Purpose - The purpose of this paper is to examine the impact that the level of individuals' intercultural competencies has on their satisfaction, trust and affective commitment and assessment of their work team

A paradox approach to organizational tensions during the pandemic crisis

The COVID-19 pandemic is a massive exogenous shock that reverberated around the world, forcing all types of organizations to change overnight—from the local coffee shop to the international airline. As we try to make sense of the events surrounding the pandemic, one question that has perplexed both scholars and managers alike has been the extent to which this experience is qualitatively different from others. One area of research to turn to is research on organizational paradoxes, as the organizational paradox literature has focused extensively on how organizations experience change (e.g., Jay, 2013; Lüscher & Lewis, 2008; Smith & Tracey, 2016). According to the paradox literature, major exogenous change impacts organizations by increasing the saliency of organizational tensions (Smith & Lewis, 2011), such as tensions between exploration and exploitation (e.g., Smith, 2014), cooperation and competition (e.g., Raza-Ullah et al., 2014), or control and collaboration (e.g., Sundaramurthy & Lewis, 2003). The increased salience of tensions is critical for understanding organizations undergoing major change because tensions are both multi-level and multi-faceted, impacting actors ranging from the CEO to the front-line employee (Jarzabkowski et al., 2013) and involving responses that are cognitive (e.g., Miron-Spektor et al., 2018), emotional (e.g., Vince & Broussine, 1996), and material (e.g., Knight & Paroutis, 2017). By focusing attention on the tensions that organizations experience during the pandemic and their responses, the paradox literature can provide shards of clarity to this otherwise incomprehensible event. At the same time, unpacking the pandemic experience through a paradox lens can reveal new insights on organizational tensions, enabling scholars to gain sense of future, seemingly, senseless events

The effect of emotions in cross-cultural expatriate experiences

With increased recognition of the existence of emotions in everyday interpersonal interactions, the need for emotions in cross-cultural interactions has become more obvious. Emotions play an important role in cross-cultural expatriate interactions as these experiences are essentially social encounters. Yet, little research addresses the emotions felt and the emotional demands involved in the cross-cultural interaction. Research on expatriate experiences centres solely on the cross-cultural training, sensitivity, and adaptability of expatriates. What fails to be addressed, however, is the emotional aspect of this interaction. In this paper, we examine the cross-cultural expatriate experience, integrating both the cultural and emotional aspects of the interaction. In doing so, we aim to advance understanding of the expatriate experience and the potential reasons underlying expatriate success and failure.<br /